Discovering the basic strategic orientation of big space agencies

The aim of this paper is to identify the basic strategic orientations of some of the world's main space agencies. This study focuses on the Brazilian, French, European, Japanese, Indian and Russian agencies. Basic strategic orientations indicate the real space exploration objectives of large countries. This is useful because there are some ambiguous areas in the formal strategic documents published by these agencies. The results highlight the common objectives of the agencies studied, which is to have an important role in international political leadership even considering the specific objectives related to the economic and social contexts of the individual countries.     

Cross-cultural issues in space operations: A survey study among ground personnel of the European Space Agency

Today's space operations involve co-working of people with different ethnical, professional and organisational backgrounds. The aim of this study was to examine the implications of cultural diversity for efficient collaboration within the European Space Agency (ESA), and between ESA employees and representatives from other agencies. ESA employees from European countries (N=576) answered to the CULT Ground Survey. The results showed that differences in relation to leadership and decision making were the most important issues thought to interfere with efficient co-working within ESA, and between ESA employees and colleagues from other agencies. Employees who collaborated with more than three nationalities within ESA indicated most challenges in co-working due to differences in compliance, behavioural norms and competitiveness. Challenges in co-working differed between agencies, and these differences were consistent with value differences in the national populations. The results may have applied value for training of European employees working in international space program teams.     

Cross-cultural issues in space operations: A survey study among ground personnel of the European Space Agency

Today's space operations involve co-working of people with different ethnical, professional and organisational backgrounds. The aim of this study was to examine the implications of cultural diversity for efficient collaboration within the European Space Agency (ESA), and between ESA employees and representatives from other agencies. ESA employees from European countries (N=576) answered to the CULT Ground Survey. The results showed that differences in relation to leadership and decision making were the most important issues thought to interfere with efficient co-working within ESA, and between ESA employees and colleagues from other agencies. Employees who collaborated with more than three nationalities within ESA indicated most challenges in co-working due to differences in compliance, behavioural norms and competitiveness. Challenges in co-working differed between agencies, and these differences were consistent with value differences in the national populations. The results may have applied value for training of European employees working in international space program teams.     

Technological learning through international collaboration: Lessons from the field

Countries on every continent are making new or renewed commitments to domestic satellite programs. These programs have the potential to address national needs by enhancing access to information, improving infrastructure and providing inspiration to the public. How do countries without local expertise in space technology begin a new satellite program? What is the role of international collaboration in supporting the efforts of a new space fairing country? This paper explores such questions by highlighting outputs from intensive field work in Africa and Asia. Specifically, the study explores case studies of early space activity in these countries to search for lessons about the management of a young space program. The observations from field work are compared to ideas from scholarly literature on technological learning. The findings are organized using principles from systems architecture. The paper presents a model that captures many of the influences and strategic decision areas for a collaborative satellite development project. The paper also highlights the growth of capability among African countries in the area of satellite technology.     

A new cooperative strategy for space in the twenty-first century

The context within which the major government space programmes of the world are planned and obtain political approval has changed dramatically with the end of the Cold War. International economic competition has become a central issue in international affairs. Economic and political constraints require that space agencies adapt the ambitious plans they put forward in the 1980s to the realities of this decade and beyond. This paper argues that in this changed context, enhanced international space cooperation can make important contributions to advancing the core interests of nations and firms, and that in some situations, increased and more intimate cooperation may be the only way to achieve ambitious space goals. The paper contains a series of policy-oriented findings and recommendations that together comprise a ‘new cooperative strategy’ for space.     

Issues in the implementation of the International Charter on Space and Major Disasters

The 2000 Disaster Charter initiated by the European Space Agency and the Centre National d’Etudes Spatiales is the first international mechanism to universally share remote sensing-derived information and knowledge for disaster management. It is an extensive international cooperative effort among space agencies to provide space-based assets to communities world-wide that are afflicted by disasters. After four years of operations, the Charter has successfully provided disaster relief to a number of afflicted states. Simultaneously, some deficiencies in its operational and legal provisions have been highlighted. The Charter can serve as a good case study to gain understanding of the current state and further challenges of Earth observations (EO). The purpose of this paper is to show what has been achieved through Charter operation, and to examine user requirements of EO, and what needs to be changed to serve them better.     

Soyuz in French Guiana: A strategic perspective

After a proposition from Russia to France, ESA agreed to see Soyuz rockets take off from French Guiana. From industry, to governments and agencies, many Russian and European actors were involved in this project and they all had different motives. It is therefore relevant to try to discern them so as to understand the rationale behind this cooperative endeavor. Soyuz's primary role is to consolidate Arianespace commercial position in the launching market and to bring activity and founding to a stagnating Russian space sector. With this decision Arianespace will have a full range of commercially available launchers with Soyuz completing the two European rockets Vega and Ariane V. But since Vega and Ariane must have the priority, there is a risk to see an insufficient launch rate for Soyuz, which would not satisfy the Russian partners. Commercial elements alone cannot justify the agreement. There is a larger strategic ambition behind. What is at stake is the future development of innovative launch systems. It is important for ESA to maintain an autonomous access to space and to maintain a dynamic and strong European propulsion industry. Cooperation with Russia can offer an increase of expandable rockets capabilities and can pave for the next generation of launch vehicles. Moreover, we can detect an interest in acquiring a system that has the potential for human space flight capacity. Finally, the decision to launch Soyuz from French Guiana was the conjunction of Russian and French national interests, which led to a complete redefinition of the relations between Europe and Russia. It is of strategic importance that we, Europeans, adapt to this evolution and understand the new place that Russia takes in our space sector.     

Space Agency Forum prepares UNISPACE III

On 19-20 May 1998 the German Aerospace Center (DLR) hosted the Space Agency Forum (SAF) at Berlin. The meeting was dedicated to the preparation of the Third United Nations Conference on the Exploration and Peaceful Uses of Outer Space (UNISPACE III), which will take place in July 1999. It was attended by 16 space agencies and international organisations from Europe, North- and South America as well as Asia. In this report, first UNISPACE III will be introduced and then the results of the SAF meeting will be reported.     

International Academy of Astronautics 5th cosmic study--preparing for a 21st century program of integrated,Lunar and Martian exploration and development (executive summary)

This report is an initial review of plans for a extensive program to survey and develop the Moon and to explore the planet Mars during the 21st century. It presents current typical plans for separate, associated and fully integrated programs of Lunar and Martian research, exploration and development, and concludes that detailed integrated plans must be prepared and be subject to formal criticism. Before responsible politicians approve a new thrust into space they will demand attractive, defensible, and detailed proposals that explain the WHEN, HOW and WHY of each stage of an expanded program of 21st century space research, development and exploration. In particular, the claims of daring, innovative, but untried systems must be compared with the known performance of existing technologies. The time has come to supersede the present haphazard approach to strategic space studies with a formal international structure to plan for future advanced space missions under the aegis of the world's national space agencies, and supported by governments and the corporate sector.     

Exploring a structured decision approach as a means of fostering participatory space policy making at NASA

In 1996, the National Research Council's Committee on Risk Characterization argued convincingly for the implementation of more participatory approaches to improve policy making by incorporating a wide range of stakeholder values and concerns in policy decisions. Guidance about how to best carry out such an approach in an agency like NASA is less clear. To address this gap, this paper discusses how the use of a structured approach to involve expert and non-expert stakeholders in policy making can improve the quality of stakeholder involvement and resulting decisions for space policy making at NASA. Supporting this discussion are results from two recent experiments. One compared the quality and type of participants’ input in a conventional stakeholder workshop with that of a more structured participatory process. The results from this experiment showed that a structured decision approach leads to more thoughtful and better-informed decisions. A second experiment showed that structured, participatory decision processes can help to legitimize space policy decisions after they have been implemented, leading to future benefits for the space agency.     

Fast-track development of space technology in China

China's space industry faces challenges from the rapid growth in domestic demand for satellite services, international competition from the other members of the space club and infiltration of its domestic markets by foreign space companies. To counter this the country is making space a priority in current plans to improve national economic and social development, paying particular attention to applications satellites. Policies aimed at accelerating development include increasing state support for space, improving management - especially of invested funds - creating a better infrastructure and aiming for serial production of satellite components. It is acknowledged that much can be learnt from other countries and China is keen to pursue cooperative endeavours, but it intends also to retain its independence.     

International coordination in the era of faster, better, cheaper

Space agencies around the world are seeking innovative approaches to reduce the time and expense of space-based activities, including observation of the Earth and acquisition of environmental data for Earth science research. As government budgets are squeezed, agencies search for innovative approaches to streamline program management, introduce new technology, and share costs with external partners. International cooperation has been a mainstay of Earth observation activity from the beginning of space exploration. It continues to be true that global problems require global solutions, and governments recognize the need to share the investment in understanding and monitoring the planet. Agencies need to carefully consider how changes in their program development and management practices might impact cooperative ventures. Improved communication, enhanced strategic planning, and coordinated rather than comprehensive missions are all tools agencies can use to maintain or improve partnerships.     

The benefits of remote sensing for energy policy

A strong remote sensing regime is a necessary component of any contemporary national or international energy policy. Energy is essential to the functioning of modern industrial society, and as such it is the responsibility of governments to produce sound national energy policies in order to ensure stable economic growth, ecologically responsible use of energy resources and the health and safety of citizens. Comprehensive, accurate and timely remote sensing data can aid decision making on energy matters in several areas. This paper looks at the benefits that can be realized in resource exploration, weather forecasting and environmental monitoring. Improvements in the technology of remote sensing platforms would be of great value to buyers of energy, sellers of energy and the environment. Furthermore, the utility of such information could be enhanced by efforts of government agencies to communicate it more effectively to the end-user. National energy policies should thus include investments not only in satellite system hardware to collect data, but also in the services required to interpret and distribute the data.     

What do nations want from international collaboration for space exploration?

From 2006 to 2007 14 space agencies developed a Global Exploration Strategy outlining the rationales, goals, and timelines for space exploration. As more nations gain support for exploration programs and begin executing missions, the informal meetings of the Global Exploration Strategy ‘partners’ should be formalized through the establishment of a new international collaboration mechanism for space exploration. This paper outlines a set of desirable criteria a new collaboration mechanism should meet to encourage participation by the major space powers. The criteria were developed by synthesizing information from interviews with space agency representatives, government representatives, and space policy professionals from 10 of the Global Exploration Strategy countries. The criteria give an insight into the current requirements for international collaboration in space exploration.     

Reforming European space governance

The structures governing European space activity, now some 50 years old, require reform to take better account of the plethora of space uses, the growing involvement in space of the EU and the variable degree of European integration. Adopting a method that involves identifying weaknesses in governance – e.g. lack of a European military space programme; problems in maintaining operational service continuity; opposition to change – the authors argue that only by harmonising its decision making and coherently integrating its public organisations will Europe be able to achieve a space programme commensurate with its technical capabilities and its political dimension.     

We must harness space for sustainable development

Many UN agencies use space data as a tool to promote global sustainable development, yet the use of space has barely been acknowledged, let alone understood, by decision makers at the various UN and international meetings on the environment and development. Following discussions held at a side-event to the 2012 Rio+20 conference, the author highlights the various ways space applications can be used to meet the challenges (in resource use, disaster management, environmental protection and climate change) of sustainable development and urges policy makers to inform themselves of the benefits of space applications.     

Psycho-social training for man in space.

In preparation for the international manned space station various international and national space agencies are already participating with the Russian MIR programme with short, medium, and long term presence on the MIR station. Although selection criteria for all crew include careful psychological screening, with some effort also regarding team build-up, this has proved insufficient; moreover. little or no effort is expended in the area of psycho-social- or team training. This paper propounds the authors' thesis that, in addition to the steps already being taken, psycho-social training is essential for long-duration flight. A concrete proposal is made for such a training program, with an overview of how such a program will look like; examples of past applications are given.     

The earth observation market: industrial dynamics and their impact on data policy

This paper examines the relationship between public sector objectives in the Earth observation data market and the economic interests of Earth observation data procedures. The Earth observation data market is treated as a particular example of an information market and the economic incentives created by the cultural characteristics of the market, particularly in Europe, are considered to assess the implications for data pricing policies. The analysis focuses upon implications of the vertical and horizontal linkages in the Earth observation industrial participation chain which includes space segment suppliers, space agencies and operators, data intermediaries and end users. A rebalancing of administrative and market decisions is proposed that would result in a shift in the allocation of public resources from space agencies and data intermediaries to data users whose activities are deemed to be in the widest public interest.     

Faster conception of radically innovative systems: the strategic and organizational challenge for space agencies

Are space agencies able to reform the way they are organized? Attempts to reduce the time it takes to conceive new systems and adapt project management while fostering innovation have so far shown mixed results. In this paper, we describe some of the intellectual, strategic and organizational challenges the agencies are about to face in the coming years: managing the ever growing complexity of space systems; defining a knowledge-based strategy as the basis of a renewed organization; and assuming a central role in the innovation process in relation to industry. This thesis is illustrated with a case study of the CNES Microsatellite Myriade program.     

Public choice economics and space policy: realising space tourism

Government space agencies have the statutory responsibility to suport the commercialisation of space activities. NASA's 1998 report “General Public Space Travel and Tourism” concluded that passenger space travel can start using already existing technology, and is likely to grow into the largest commercial activity in space: it is therefore greatly in taxpayers' economic interest that passenger space travel and accommodation industries should be developed. However, space agencies are doing nothing to help realise this — indeed, they are actively delaying it. This behaviour is predicted by ‘public choice’ economics, pioneered by Professors George Stigler and James Buchanan who received the 1982 and 1986 Nobel prizes for Economics, which views government organisations as primarily self-interested. The paper uses this viewpoint to discuss public and private roles in the coming development of a space tourism industry.